Communication as a mechanism for cultural integration.

Providing autonomy for employees ensures innovation competence if balanced by integration into the organization. The aim of this article is to study processes leading to the integration of employees into the company culture. The two research questions are: What makes the culture of a work group similar to the company culture? How is a work group culture constructed? Theories that are employed concern culture as an organizing structure emerging in the interaction, company culture as a way to exert control, and social networks as a way to describe the interaction. Empirical data come from a merchant bank from which 105 respondents from ten work groups answered questions about their communication and their integration into the company culture. The results show that the sub-culture of the group emerges in communication between members of the group. There seems to be a self-reinforcing spiral between collegial talk, especially about goals, plans and changes at the work place, and cultural integration. All members of a group should be included in this communication to create a strong culture. The value system of the supervisor strongly influences the sub-culture of the work group. Appointing supervisors with values that correspond to the company culture and provide for employee communications is thus central for organizations using culture as a tool for control.

Stability and change in work values among male and female nurses and engineers.

Gender related changes of work values were analyzed in a longitudinal questionnaire study of 173 male and 48 female engineers and 353 female and 31 male nurses at three measurement occasions covering about four and half years from the end of their vocational education. At all occasions, Social relations were rated as more important by women than by men and Altruism was given higher ratings by the nurses than by the engineers. Within both occupations women's mean Altruism ratings were higher than men's mean ratings, and in all groups except male engineers the mean ratings dropped between the three occasions. Women's ratings of Benefits and career and Influence were strengthened in both occupations, thereby eliminating an initial gender difference. The stability of work values is discussed in terms of challenges and norms in working life.